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Media has always been used as a key manipulator of public agendas, political beliefs and individuals’ attitudes. The purpose of this study is to investigate the impact of three adaptive media strategies on the pattern and dynamics of potential crowds.

An agent-based approach is used to simulate the three adaptive media strategies on the pattern and dynamics of potential crowds. During the experiments, the media broadcast is intensified to gather momentum for crowd movements or is lessened to maintain the budget.

The results show that a slight change in the media management strategy could lead to a radical different impact on the crowd dynamics. The results also show that a quite smart media strategy could outperform a strategy with an unlimited budget. Finally, the structure of the society shows a significant influence on the crowd dynamics than it could be inferred.

The model presents an explanatory toolkit for the crowd complexity. The results provide deep insights into the crowd formation and a basis for understanding the influence of media and the impact of its strategies on the crowd dynamics.

Organised crime, including drug trafficking groups, are often thought of as male-dominated industries. However, even when leveraging romantic or kinship ties, women can be active participants and exert influence in the business operations of these groups. Based on interviews with Mexican and Japanese government officials, indictments, and investigative journalism, this chapter compares the notorious and long-lived Mexico-based Sinaloa drug trafficking group and the Japanese Yakuza Yamaguchi-gumi organisations. It shows that despite substantial differences in their criminal activities as well as the illicit markets in which they operate, women perform active roles along the supply chains. Furthermore, it shows that despite constructions of gender roles that see women as intruders in organised crime, women attain positions of authority even when their membership is not always formally recognised.

The purpose of this paper is to study the effects of sports sponsorship on brand equity using two managerially related outcomes: price premium and market share.

This study uses a best–worst discrete choice experiment (BWDCE) and compares the outcome with that of the purchase intention scale, an established probabilistic measure of purchase intention. The total sample consists of 409 fans of three soccer teams sponsored by three different competing brands: Nike, Adidas and Puma.

With sports sponsorship, fans were willing to pay more for the sponsor’s product, with the sponsoring brand obtaining the highest market share. Prominent brands generally performed better than less prominent brands. The best–worst scaling method was also 35% more accurate in predicting brand choice than a purchase intention scale.

Future research could use the same method to study other types of sponsors, such as title sponsors or other product categories.

Sponsorship managers can use this methodology to assess the return on investment in sponsorship engagement.

Prior sponsorship studies on brand equity tend to ignore market share or fans’ willingness to pay a price premium for a sponsor’s goods and services. However, these two measures are crucial in assessing the effectiveness of sponsorship. This study demonstrates how to conduct such an assessment using the BWDCE method. It provides a clearer picture of sponsorship in terms of its economic value, which is more managerially useful.

The Group of 20 (G20) is tasked with responding to economic shocks in the global financial system, with COVID-19 having proved to be the most significant shock since the G20's inception. COVID-19 also represents the first economic crisis accompanied by a concerted attempt to “build back better”, principally through a climate-compatible recovery. In 2021, there is little clarity as to the G20's response to this challenge, primarily due to considerable divergence in the green stimulus practices of its member states. The paper aims to investigate whether the G20, climate change and COVID-19 are critical juncture or critical wound.

Historical institutionalism (HI) suggests that one can explain an institution's future response by reference to its developmental pathway to date. This contribution adopts its concept of “critical junctures” to shed light on the G20's possible institutional response to COVID-19. The contribution undertakes a comparative analysis of the global financial crisis (GFC) and COVID-19 as possible critical junctures for the G20.

In doing so, the work demonstrates that the G20 “building back better” from COVID-19 requires a shift away from its institutional orthodoxy to a much larger degree than its response to the GFC. Accordingly, whilst both the GFC and COVID-19 may be considered critical junctures for the G20, only COVID-19 has the potential to be a “critical wound” that leads to institutional redundancy.

Through interrogating this further, this exposition prospectively outlines two possible futures the G20 faces as a consequence of COVID-19: reform or redundancy. In this way, it offers an ex ante perspective on policy-reform options for the G20's ongoing response to COVID-19.

Whichever choice the G20 makes in its response to COVID-19 has profound consequences for global governance in an increasingly unpredictable world.

Herein lies the importance of an exploratory assessment of COVID-19 as a critical juncture or a critical wound for the G20.

Numerous studies have shown that minority workers are disadvantaged in the labour market due to stereotypes and discrimination. However, published research on résumé screening has overlooked the effects of multiple social categorisations pertaining to candidates' gender, education and origin. This study addresses this gap and examines whether the gender, the level of education and the national origin cues mentioned in the résumé affect the perceived employability of candidates.

This study employs an experimental between-subjects factorial design in that 12 résumés varying in gender, education and national origin were rated by 373 Portuguese working adults.

The results documented a gender premium as women were favoured in interpersonal and job skills but not in job suitability, and an education premium, since higher educated candidates were preferred despite their gender and origin. No meaningful interactions for gender × education × national origin were observed, which suggests that ingroup favouritism and outgroup discrimination in résumé screening can be averted.

The findings endorse a multidimensional view of perceived employability by investigating candidates' skills and job suitability from the viewpoint of the decision-makers, which extends our understanding of résumé-screening discrimination. This is critical to prevent hiring discrimination at an earlier career stage, which can increase youth employment and enhance the integration in the labour market of local minorities such as women, inexperienced workers and second-generation immigrants.

The current paper aims to address the management dynamics of civil society organisations (CSOs) in volatile contexts. Along with analysing CSOs’ management dynamics at a general level, it also offers specific insights into their management strategies in response to COVID-19 pandemic.

This study uses a qualitative research design, where in-depth case studies are undertaken with four CSOs operating in post-conflict volatile Sub-Saharan African economies of Liberia and Sierra Leone.

Findings revealed that multiple stakeholder management plays an important role in social value creation by CSOs. The findings further state that, in volatile contexts, CSOs appear to have more legitimacy than state functionaries due to their capabilities in dealing with political pressures and conflict sensitivities. The findings also revealed that case CSOs operating in Liberia and Sierra Leone were quick to respond to the COVID-19 pandemic by adjusting their working routines accordingly by switching to online working where possible and repurposing their management strategies. This repurposing of management strategies focussed on minimising economic disruptions caused by COVID-19 and continuing to create social value by helping youth and farmers particularly.

This paper contributes to the extant literature by being one of the first studies, highlighting the specificities of CSO management in volatile (especially Sub-Saharan African post-conflict) contexts and contributes to the literature streams on multiple stakeholder management and social value creation. To the best of the authors’ knowledge, the current paper is also one the first study to address the management strategies of case CSOs in response to the ongoing Covid-19 pandemic in Liberia and Sierra Leone.

The purpose of this paper is to document the results and the impact of the ESRC-funded High Street UK 2020 (HSUK2020), a project designed to take the existing academic knowledge relating to retail and high street change directly to UK High Streets, to improve local decision-making and, ultimately, their vitality and viability.

Through a systematic literature review, and by following the tenets of engaged scholarship, the authors identified 201 factors that influence the vitality and viability of town centres. Through the consensus-building Delphi technique, a panel of 20 retail experts identified the top 25 priorities for action.

Taking a place management approach led to the development of a more strategic framework for regeneration, which consisted of repositioning, reinventing, rebranding and restructuring strategies (4R’s of regeneration). Collaboration with the project towns resulted in identification of the strategy area that would add the most value, and the impact of the 4R’s and the top 25 priorities is demonstrated via numerous town examples.

Knowledge exchange projects, such as High Street UK2020, have an important contribution to make, not by developing even more theory that is unlikely to get utilised, instead their contribution is to bring existing theory into practical use.

At the age of 92, Mahathir Mohamad served his country as the Prime Minister for the second time. But unlike his first stint as the head of the government, which lasted 22 years, this time, his tenure was less than two years. His resignation, which was linked to some internal issues within the Pakatan Harapan (PH) allied parties, came at a time when many countries in the world were in the early stages of the coronavirus outbreak. Mahathir was aware of the power struggle that was adversely affecting the government's response to combat the virus transmission and reduce the rising number of COVID-19 infection cases. With his long experience in governance and as a former medical officer, Mahathir offered some advice and recommendations to the existing government on ways to address the public health crisis. Since the coronavirus outbreak, the domestic political and economic developments also drew his direct criticism and critical commentaries.

Based on the conservation of resource theory, this study developed and tested the relationship between workplace ostracism and job performance. And it assumes that the direct link between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behavior is moderated by perceived organizational support.

For this, this study used a survey method and multiple regression analyses with multisource data from 256 Korean employees and their supervisors.

The results suggest the following. First, workplace ostracism was negatively associated with supervisor-rated in-role performance and organizational citizenship behaviors. Second, there was a stronger negative relationship between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behaviors for employees with low as opposed to those with high levels of perceived organizational support.

This study is the first one to examine the moderating effect of perceived organizational support on the relationship between workplace ostracism and supervisor-rated in-role performance/organizational citizenship behavior.

以資源守恆論為基礎，本研究發展並測試了工作場所排斥與工作表現的關係。本研究假設感知組織支持會緩和工作場所排斥與主管評價的角色中的表現／組織公民行為之間的直接聯繫。

就此而言，本研究採用了調查方法及多元回歸分析法。多源數據取自256名韓國人僱員及其主管。

研究結果有以下的顯示：第一、工作場所排斥與主管評價的角色中的表現及組織公民行為有負相關的關係。第二、就工作場所排斥與主管評價的角色中的表現／組織公民行為的反向關連的關係而言，感知組織支持水平低的僱員，相對於水平高的僱員，呈現更強的負相關。

這是首個研究、去探討感知組識支持在工作場所排斥與主管評價的角色中的表現／組織公民行為間之關係上所起的調節作用。﹞